Women’s Leadership Competencies in Mixed Gender and Single-Gender Environments

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Published: May 9, 2013

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Frances V. Adjorlolo
Kathy A. Fisher
Friederike I. Habbel
Kyla B. King
Jillian L. Liota
Melissa R. Looney

Abstract

This study looks at eight female student leaders enrolled at a large, coeducational, public research institution in the Midwest, who are also executive board members in on-campus organizations. The authors utilized interviews and self-assessments to identify perceived leadership competencies in these female positional leaders, who serve in single- and mixed-gender campus organizations, and further correlate the results with the Social Change Model of Leadership. The authors identified similarities and differences in competency, including stronger internal motivation among mixed-gender organization women and more efforts towards collaboration among women in single-gender organizations.

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How to Cite
Adjorlolo, F. V., Fisher, K. A., Habbel, F. I., King, K. B., Liota, J. L., & Looney, M. R. (2013). Women’s Leadership Competencies in Mixed Gender and Single-Gender Environments. Journal of the Student Personnel Association at Indiana University, 41, 75–94. Retrieved from https://scholarworks.iu.edu/journals/index.php/jiuspa/article/view/3675
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2013: Journal of the Indiana University Student Personnel Association
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Articles

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